World Bank Documentdocuments.worldbank.org/curated/en/921121488823300864/...1. Political and...

Document of

The World Bank

FOR OFFICIAL USE ONLY Report No: PAD2110

INTERNATIONAL DEVELOPMENT ASSOCIATION

PROJECT APPRAISAL DOCUMENT

ON A

PROPOSED GRANT

IN THE AMOUNT OF SDR 11.1 MILLION

(US$15 MILLION EQUIVALENT)

TO THE

REPUBLIC OF TOGO

FOR A

EMPLOYMENT OPPORTUNITIES FOR VULNERABLE YOUTH PROJECT FEBRUARY 28, 2017

Social Protection & Labor

AFRICA

This document is being made publicly available prior to Board consideration. This does not imply a presumed outcome. This document may be updated following Board consideration and the updated document will be made publicly available in accordance with the Bank’s policy on Access to Information.

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CURRENCY EQUIVALENTS

(Exchange Rate Effective January 31, 2017)

Currency Unit = Francs CFA

Francs CFA 619 = US$1

US$1.35 = SDR 1

FISCAL YEAR

January 1 - December 31

Regional Vice President: Makhtar Diop

Country Director: Pierre Frank Laporte

Senior Global Practice Director: Michal J. Rutkowski

Practice Manager: Stefano Paternostro

Task Team Leader(s): John Van Dyck

ABBREVIATIONS AND ACRONYMS

AfDB African Development Bank

AGAIB Community Development Support Agency

AGEI Adolescent Girls Employment Initiative

AIDE Hiring and Employment Support Program

ANADEB National Community Development Support Agency

ANPE National Employment Promotion Agency

ANVT National Volunteer Agency of Togo

BOAD West African Development Bank

CFA African Financial Community

CPF Country Partnership Framework

ESMF Environmental and Social Management Framework

FAIEJ Youth Economic Initiative Support Fund

FM Financial Management

FODA Business Development Training

GDP Gross Domestic Product

GMT Grassroots Management Training

GoT Government of Togo

IDA International Development Association

IEG Independent Evaluation Group

IFR Interim Financial Report

INSEED National Institute for Statistics and Economic and Demographic Studies

IPF Investment Project Financing

ISN Interim Strategy Note

JCF Training Program for Youth with Potential

JDS Out-of-school Youth Program

LICUS Low Income Countries under stress

M&F Monitoring and Evaluation

MDBAJEJ The Ministry of Community Development, Artisanship, Youth, and Youth Employment

MDG Millennium Development Goal

MIS Management Information system

PAEU-SP Employability and Jobs Program for High-Potential Sectors

PAIPJA Youth Vocational Employment Support Project

PAPEA/UEOMA Commission of the African Monetary Union, which finances the Support Project for Small Artisanal enterprises

PATCM Multi-sectorial Technical Assistance Project

PCR Primary Completion Rate

PDC Community Development Project

PDO Project Development Objective

PDCplus Community Development and Safety Nets Project

PIM Project Implementation Manual

PIU Project Implementation Unit

PMT Proxy-Means Test

PNE National Employment Policy

PNJ National Youth Policy

PPP Purchasing Power Parity

PRADEB Community Development Support Program

ProFoPEJ Youth Vocational Training and Jobs Program

PSDCC Decentralized Community Driven Services Project

PSNEJ National Strategic Plan for Youth Employment

PUDC Emergency Community Development Project

QUIBB Basic Wellbeing Indicators Questionnaire

RAP Resettlement Action Plan

RCT Randomized Control Trial

RDD Regression Discontinuity Design

SCAPE Strategy for Boosting Growth and Promoting Employment

SCD Strategic Country Diagnostic

SDG Sustainable Development Goals

SNBSP Safety Nets and Basic Services Project

SORT Systematic Operations Risk-Rating Tool

SYSCOHADA Accounting System of the Organization for the Harmonization of Business Law in Africa

UN United Nations

UNDP United Nations Development Program

UNICEF United Nations Children Fund

WB The World Bank

WINGS Women’s Income Generation Support

YOP Youth Opportunity Project

The World Bank Employment Opportunities for Vulnerable Youth Project (P157036)

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BASIC INFORMATION

Is this a regionally tagged project? Country(ies) Lending Instrument

No Investment Project Financing

[ ] Situations of Urgent Need of Assistance or Capacity Constraints

[ ] Financial Intermediaries

[ ] Series of Projects

Approval Date Closing Date Environmental Assessment Category

21-Mar-2017 31-Dec-2020 B - Partial Assessment

Bank/IFC Collaboration

No

Proposed Development Objective(s)

The objective of the proposed project is to provide access to income generating opportunities to targeted poor and vulnerable youth in Togo.

Components

Component Name Cost (US$, millions)

Community Service and Training 8.50

Support for Income Generating Activities 2.50

Capacity Building 1.00

Project Management 3.00

Organizations

Borrower : Republic of Togo


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Implementing Agency : Agence National d’Appui au Développement à la Base (ANADEB)

PROJECT FINANCING DATA (IN USD MILLION)

[ ] Counterpart Funding

[ ] IBRD [ ] IDA Credit [ ] Crisis Response Window [ ] Regional Projects Window

[ ✔ ] IDA Grant [ ] Crisis Response Window [ ] Regional Projects Window

[ ] Trust Funds

[ ] Parallel Financing

Total Project Cost: Total Financing: Financing Gap:

15.00 15.00 0.00

Of Which Bank Financing (IBRD/IDA):

15.00

Financing (in US$, millions)

Financing Source Amount

IDA Grant 15.00

Total 15.00

Expected Disbursements (in US$, millions)

Fiscal Year 2018 2019 2020 2021

Annual 2.00 5.00 5.00 3.00

Cumulative 2.00 7.00 12.00 15.00

INSTITUTIONAL DATA


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Practice Area (Lead)

Social Protection & Labor

Contributing Practice Areas

Agriculture Education Jobs Trade & Competitiveness

Climate Change and Disaster Screening

This operation has been screened for short and long-term climate change and disaster risks

Gender Tag Does the project plan to undertake any of the following? a. Analysis to identify Project-relevant gaps between males and females, especially in light of country gaps identified through SCD and CPF No b. Specific action(s) to address the gender gaps identified in (a) and/or to improve women or men's empowerment No c. Include Indicators in results framework to monitor outcomes from actions identified in (b) No

SYSTEMATIC OPERATIONS RISK-RATING TOOL (SORT)

Risk Category Rating

1. Political and Governance Moderate

2. Macroeconomic Substantial

3. Sector Strategies and Policies Low

4. Technical Design of Project or Program Moderate

5. Institutional Capacity for Implementation and Sustainability Substantial

6. Fiduciary Substantial

7. Environment and Social Moderate

8. Stakeholders Low


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9. Other

10. Overall Moderate

COMPLIANCE

Policy

Does the project depart from the CPF in content or in other significant respects?

[ ] Yes [✔] No

Does the project require any waivers of Bank policies?

[ ] Yes [✔] No

Safeguard Policies Triggered by the Project Yes No

Environmental Assessment OP/BP 4.01 ✔

Natural Habitats OP/BP 4.04 ✔

Forests OP/BP 4.36 ✔

Pest Management OP 4.09 ✔

Physical Cultural Resources OP/BP 4.11 ✔

Indigenous Peoples OP/BP 4.10 ✔

Involuntary Resettlement OP/BP 4.12 ✔

Safety of Dams OP/BP 4.37 ✔

Projects on International Waterways OP/BP 7.50 ✔

Projects in Disputed Areas OP/BP 7.60 ✔

Legal Covenants

Sections and Description

Not later than three (3) months after the Effective Date, the Recipient and the Project Implementing Entity shall

adopt the Project Implementation Manual in accordance with the provisions of the Financing Agreement.

Conditions

Type Description


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Effectiveness The Subsidiary Agreement has been executed on behalf of the Recipient and the Project Implementing Entity.

Type Description Effectiveness The Project Implementing Entity has established the ANADEB Project Unit and

appointed all key staff as referred to in Section IA 1 (b) of the Schedule to the Project Agreement.

Type Description Disbursement No withdrawals shall be made under Category (2) until and unless the Association

has received satisfactory evidence that: (i) at least one Implementation Agreement has been executed; (ii) at least one Community Service Contract has been executed, all in form and substance satisfactory to the Association; and (iii) the Recipient and the Project Implementing Entity have adopted the Project Implementation Manual in accordance with the provisions of Section 1.C of Schedule 2 to the Financing Agreement

Type Description Disbursement No withdrawals shall be made under Category (3) until and unless the Association

has received satisfactory evidence that: (i) the Payment Agency Contract has been executed; (ii) at least one Business Start-up Grant has been executed, all in form and substance satisfactory to the Association; and (iii) the Recipient and the Project Implementing Entity have adopted the Project Implementation Manual in accordance with the provisions of Section 1.C of Schedule 2 to the Financing Agreement

PROJECT TEAM

Bank Staff

Name Role Specialization Unit

John Van Dyck Team Leader(ADM Responsible)

GSP07

Mathias Gogohounga Procurement Specialist(ADM Responsible)

GGO07

Angelo Donou Financial Management GGO13


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Specialist

Abdoul Ganyi Bachabi Alidou

Environmental Specialist GEN07

Armande Tatiana S. Mensah

Team Member AFMTG

Friederike Uta Rother Team Member GSP05

Gbetoho Joachim Boko Team Member GSP07

Mariam Denise Brain Team Member GSP01

Matthieu Louis Bonvoisin Counsel LEGAM

Nadia Mireille Zenia Amoudji Agnegue

Team Member AFMTG

Paivi Koskinen-Lewis Safeguards Specialist OPSPF

Pamela Mulet Team Member GED07

Thomas Bossuroy Team Member GSP07

Extended Team

Name Title Organization Location


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TABLE OF CONTENTS

I. STRATEGIC CONTEXT ...................................................................................................... 9

A. Country Context .................................................................................................................. 9

B. Sectoral and Institutional Context ...................................................................................... 9

C. Higher Level Objectives to which the Project Contributes ............................................... 14

II. PROJECT DEVELOPMENT OBJECTIVES ............................................................................ 14

A. PDO .................................................................................................................................... 14

B. Project Beneficiaries .......................................................................................................... 15

C. PDO-Level Results Indicators ............................................................................................. 15

III. PROJECT DESCRIPTION .................................................................................................. 15

A. Project Components .......................................................................................................... 15

B. Project Cost and Financing ................................................................................................ 20

C. Lessons Learned and Reflected in the Project Design ...................................................... 21

IV. IMPLEMENTATION ........................................................................................................ 22

A. Institutional and Implementation Arrangements ............................................................. 22

B. Results Monitoring and Evaluation ................................................................................... 23

C. Sustainability ..................................................................................................................... 24

D. Role of Partners................................................................................................................. 24

V. KEY RISKS ..................................................................................................................... 25

A. Overall Risk Rating and Explanation of Key Risks .............................................................. 25

VI. APPRAISAL SUMMARY .................................................................................................. 25

A. Economic and Financial (if applicable) Analysis ................................................................ 25

B. Technical ............................................................................................................................ 27

C. Financial Management ...................................................................................................... 28

D. Procurement ..................................................................................................................... 32

E. Social (including Safeguards) ............................................................................................. 39

F. Environment (including Safeguards) ................................................................................. 39

G. Other Safeguard Policies ................................................................................................... 39

H. World Bank Grievance Redress ......................................................................................... 39

VII. RESULTS FRAMEWORK AND MONITORING .................................................................... 41


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I. STRATEGIC CONTEXT

A. Country Context

1. Togo is one of the smaller countries in Africa, with an estimated land surface area of 56 600 square km

and, an estimated population of 7.3 million with an annual population growth of about 2.6 percent. After

gaining independence in 1960, Togo’s per capita GDP rose from US$272 (in 1960) to US$534 (in 1980) (2005

PPP). However, per capita income in 1980 represented Togo's peak, and Togo has now fallen behind many

previously poorer countries in both living standards and social indicators. Togo’s ranking in the UN’s Human

Development Index has fallen to 162nd out of 188 countries in 2015, and extreme poverty ranks among the

highest in Africa at over 28 percent.

2. As Togo's average incomes have declined, the estimated poverty headcount rate rose -- from 32.8 in

1987 to 61.7 percent in 2006 (World Bank 1996, QUIBB 2006). Growth over the past decade, averaging nearly

5.5 percent per year, has been associated with a decline in the poverty rate to 55.1 percent in 2015.

Nonetheless, without a rapid acceleration of poverty reduction, Togo will remain wide of the target with

respect to the Sustainable Development Goals (SDGs) and the World Bank's Twin Goals.

3. While Togo enjoyed strong economic growth averaging over 5 percent per year between 2012 and 2015,

the macroeconomic situation has worsened, with increased indebtedness and an increasing fiscal deficit.

Economic growth between 2012 and 2015 was mainly fueled by strong public investments in infrastructure, but

also good performance in the agricultural sector. However, public investment is expected to slow as public debt

reached 74.5 percent of GDP in 2015, while the fiscal deficit was 7.8 percent. In January 2017, Togo initiated

discussions on a new program with the International Monetary Fund (IMF) under an Enhanced Credit Facility.

B. Sectoral and Institutional Context

4. The Togolese population contains a high proportion of youth – 75 percent below the age of 35, 60

percent below the age of 25 and 42 percent below the age of 15. Fifty-four percent of the working age

population is 35 years old or younger. Given the annual population growth rate, it is projected that about

35,000 youth will enter the job market in 2017. Labor force participation, which stands at 94.9 percent for

those aged 35-54, is at 64.2 percent for youth aged 15-24 and 88.4 percent for those aged 25-34. The

unemployment rate is generally quite low for all age groups (see Table 1), though it is higher in urban areas

than in rural areas. As in many countries, unemployment also rises with the level of education, likely because

higher educated individuals are more selective. Although youth poverty rates are lower than the national

average (52.7 percent for youth compared to 57 percent nationally, in 2012), the severity of poverty is higher

for this demographic.


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Table 1. Main Labor Market Indicators (in percent)

Share of the working age population

Labor force participation

Employment-to-population ratio

Unemployment rate

All 100.0 80.8 78.3 2.4

Gender Male 48.0 83.5 80.5 3.0 Female 52.0 78.2 76.4 1.9

Living area Rural 53.8 87.1 86.2 1.0 Urban 46.2 73.3 69.2 4.1

Age group 15-24 30.8 64.2 61.5 2.7 25-34 23.2 88.4 85.5 2.9 35-54 31.6 94.9 92.4 2.5 55-64 6.5 84.9 84.0 0.9

Poverty Non poor 22.3 73.1 72.8 1.7 Poor (not extreme) 37.7 77.3 80.9 3.6 Extremely poor 40.0 83.8 82.6 1.8

Education level No schooling 30.4 84.1 83.0 1.1 Last year of primary 14.2 84.4 82.7 1.8 Last year of secondary 7.1 77.6 71.1 6.6 Undergrad

5.7 71.0 62.9 8.1 Masters

1.5 85.4 77.5 7.9

Doctorate 0.3 74.1 57.4 16.7 Source: Enquête Quibb 2015. Poverty line is defined at 344,408 CFA francs annually per individual. Extreme poverty line is defined at 202,560 CFA francs annually per individual.

5. The low unemployment rates—which measure the percentage of individuals who have not worked even

one hour in the week before the survey and are available and looking for work—mask the real challenges of

underemployment. Some 35 percent of the workforce is estimated to be underemployed, compared to less

than 3 percent unemployed. Underemployment can be described in three ways: i) involuntarily working part

time (underemployment by hours); ii) working full-time but earning less than a minimal salary, such as the

minimum wage or poverty line (underemployment by earnings); and iii) a mismatch between one’s job and

education, training and experience (underemployment by mismatch). Poorer and vulnerable youth tend to not

meet the formal definition of unemployed as they often perform ad hoc work to earn a survival livelihood at

very low levels of productivity. As shown in Table 2, poor and extremely poor individuals have much greater

levels of underemployment than the non-poor. While underemployment rates for youth are not generally

worse than those for non-youth, youth earn significantly less (Table 3). Raising productivity and earnings for

youth has a longer-lived impact on the economy than for older individuals with fewer working years ahead of

them.


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Table 2: Involuntary Underemployment (in percent)

Living Area Age Group Poverty

All Rural Urban 15-24 25-34 35-54 55-64 Non Poor

Poor Extreme

poor

All 34.9 39.6 29.4 20.8 43.4 49.5 27.9 21.5 43.4 41.5

Gender

Male 35.9 39.3 31.8 21.5 40.3 53.3 29.0 23.2 44.7 41.5 Female 34.0 39.8 27.3 19.9 45.7 45.9 26.9 19.8 42.2 41.4

Source: Enquête Quibb 2015. Underemployment is defined as those who are employed and are willing to work in

the next four weeks, and who meet one or more of the following criteria: (a) work less than 8 hours per day, (b)

have an income below the minimum wage (35,000 CFA francs monthly), or (c) feel overqualified for their job.

Table 3: Mean and median annual earnings of the self- employed (in 000s FCFA)

Mean earnings Median earnings

All 231.4 175.5

Gender

Male 276.7 192.5

Female 212.8 170.5

Living area

Rural 205.5 158.4

Urban 327.5 290.5

Age group

15-24 227.5 174.2

25-34 221.7 176.8

35-54 250.1 183.7

55-64 262.5 189.9

Industry

Agriculture, forestry, fishing 216.8 170.3

Extractive activities 160.9 160.9

Manufacturing 229.5 168.8

Electricity 588.7 588.7

Construction 195.5 176.8

Trade 250.4 199.4

Transportation 377.1 424.3

Accommodation 135.5 127.5

Administrative services 420.1 420.1

Personal services 299.0 314.0

Health 503.7 426.2

Source: Enquête Quibb 2015. Earnings are approximated with household per capita expenditure.


Page 12 of 48

6. The Government of Togo (GoT) has adopted several strategic documents that aim to improve youth

employment indicators, attesting to strong political will and the prioritization of this issue in the overall socio-

economic development of the country. Documents such as the National Employment Policy (PNE, 2013 - 2017),

National Youth Policy (PNJ, 2014 - 2017), Strategy for Boosting Growth and Promoting Employment (SCAPE,

2013 - 2017), Youth Employment Program (PEJ, 2013 - 2017) and the National Strategic Plan for Youth

Employment (PSNEJ 2013 - 2017) all lay out concrete policy measures, intending to combat youth

unemployment and under-employment in the medium term.

Table 4. Togo: Strategic Axes of Youth Employment Policy

PEJ, PSNEJ, SCAPE PNE PNJ

Advocacy for and Promotion of Sectorial Policies Promoting Youth Employment;

Improvement of Youth Employability;

Improvement of Self-employment capacities

Diversification, Retraining and Reduction of under-employment;

Promoting Youth Access to Finance;

Steering, Coordination, Planning and M&E; SCAPE Specific Axes

Promote the HIMO (high labor intensity) approach;

Improve the Information System on Youth Employment.

1. Training youth in entrepreneurship;

2. Establishment of an incubator facility that supports the development of implementation of projects;

3. Creation of a guarantee fund for the creation of SMEs;

4. Establishment of a guarantee fund for youth entrepreneurs;

5. Adoption of measures that aim to reduce the costs of loans intended for youth entrepreneurs;

6. Assist agricultural entrepreneurship and the development of rural employment;

7. Implement an effective plan to assist/mentor young entrepreneurs;

8. Adoption of a microfinance strategy aimed at broadening and improving access to microcredits, specifically for most vulnerable youth and women;

9. Creation of a bank promoting diaspora investments with interest rates favoring vulnerable youth;

10. Promotion of entrepreneurship for people with disabilities through inclusive programs.

1. Provision of vocational training adapted to labor market needs;

2. Provision of an adequate socio-educational, cultural and sports framework conducive to youth development, its civic education and active participation in development;

3. Ensuring quality education and facilitate access to information technologies;

4. Ensuring access to better healthcare, and health communication to ensure behavior change;

5. Reduction of inequalities among young men and women in accessing means of production and decision making.


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7. The Government’s strategy is based on principles of improved youth entrepreneurship; strengthened

employability through provision of labor market adapted vocational training; improved education quality;

access to finance; and decentralization of services. Table 4 outlines strategic axes of the aforementioned

documents. Note that although PEJ, PSNEJ and SCAPE have overlapping axes, PNE and PNJ also contain similar

policy measures throughout the document that may not be specifically listed under youth employment.

8. PEJ, PSNEJ and SCAPE also contain strategic goals to increase the supply of jobs by improving the

business climate of Togo and attracting additional investment, as well as to provide incentives for the private

sector to increase the number of employees. Various sectorial policies (Education Sector Policy, Grassroots

development policy etc.) are complimentary to all aforementioned youth employment planning documents.

The Ministry of Community Development, Artisanship, Youth, and Youth Employment has the main mandate

for youth employment in Togo. The National Employment Promotion Agency (ANPE), under the Ministry of

Civil Service, Labor, and Administrative Reform, has the mandate of promoting employment for all age groups.

9. Youth employment programs in Togo frequently have overlapping goals, target groups and/or activities,

thus resulting in fragmentation of resources. The list below outlines a few of the largest public programs:

(a) National Volunteer Agency of Togo (ANVT) – launched in 2011 to strengthen employability and

promote civic engagement through voluntary internships in predominantly public institutions with a

maximum duration of three years. It targets young graduates and first-time job seekers (18-35

years). They had a budget of approximately 4 billion FCFA (partially financed by UNDP) (2011-2013).

In the first 2 years, the program touched 3,900 youth. ANVT has recently launched a program for

out-of-school youth (Out-of-school Youth Program - JDS) which is being scaled up after a pilot phase

of 582 beneficiaries;

(b) Hiring and Employment Support Program (AIDE) – implemented since 2011 by the National

Employment Agency (ANPE). The program subsidizes six-month long internships (with the ability to

extend to 1 year) in private companies. With a total budget of 2 billion FCFA, it subsidized 1,623

internship allowances between 2011-2013;

(c) Youth Economic Initiative Support Fund (FAIEJ) – launched in 2007 to provide technical, institutional

and financial support for youth entrepreneurs. FAIEJ guarantees loans, and provides mentorship to

orient youth towards prospective economic areas, in addition to a number of other services. Their

overall budget is 1 billion FCFA, targeting 4000 youths per year;

(d) Youth Vocational Employment Support Project (PAIPJA) – launched in March 2011. It aims to

promote and encourage self-employment, particularly for young graduates of vocational training, by

supporting and assisting in the consolidation of their skills. With a budget of 2.5 billion FCFA,

between 2011-2013, 2050 youths received labor market integration kits and training on enterprise

creation and management;

(e) Community Development Support Program (PRADEB) – a five-year program launched in 2013. It

contains a specific component on the promotion of youth employment. With a total budget of 6

billion FCFA, it has contributed to the creation of 3,500 jobs since its inception.

10. The scale-up of the national volunteer program to cover out-of-school youth through the JDS presents

an important opportunity to fill a major gap in the coverage of current youth programs, which have mainly

targeted youth with university or secondary degrees rather than poor and vulnerable youth. The proposed


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project will support the Government in achieving this important expansion of youth programs to cover poor

and vulnerable youth.

C. Higher Level Objectives to which the Project Contributes

11. A new Country Partnership Framework (CPF) for the World Bank’s support to Togo is under preparation,

building on a Strategic Country Diagnostic (SCD) which examines the main constraints as well as the most

important opportunities the country faces for accelerating economic growth, expanding opportunities, and

sustaining progress toward the goal of ending extreme poverty. The SCD notes the challenges of youth

employment and underemployment. The draft CPF aims to help Togo to pave the way to a more sustainable

and inclusive growth, led both by a more dynamic private sector and more effective government policies,

public investments, and services. Under the draft CPF’s Focus Areas of Promoting Private Sector Performance

and Job Creation and of Economic and Social Inclusion, the World Bank will aim to support employment

creation and improved incomes and safety nets for the most vulnerable, respectively. The World Bank Group’s

proposed approach to promoting employment in Togo during the CPF period will be by strengthening the

business environment and boosting private sector productivity, as well as maximizing employment

opportunities in proposed new operations. New operations investing in economic sectors would assess the

skills needed in those sectors and incorporate training components and related employment opportunities.

This operation complements those efforts by targeting a particular demographic that faces the greatest

employment challenges. The operation is also in line with the most recent World Bank strategy for Togo, the

Interim Strategy Note (ISN) covering FY 12-13. The ISN has three main objectives: (i) deepening the economic

recovery process and promoting sustainable development; (ii) supporting economic governance and

transparency; and (iii) addressing urgent poverty reduction and social needs. The proposed project will

contribute primarily to the third objective, and in particular to outcome 3.1 “Improved access of communities

to basic social and local development services (including youth employment).” Finally, the project reflects the

emphasis on job creation in both the IDA 17 and 18 replenishments.

12. The SCAPE (2013-2017), the Government’s poverty reduction strategy, contains five pillars. This project

is closely aligned with the third pillar, “Development of Human Capital, Social Protection, and Jobs.” The draft

National Development Plan (2018-2022) for Togo to reach the Sustainable Development Goals proposes as the

first pillar of its strategy “Improving living conditions for all Togolese by providing universal access to adequate

social services.” This is in line with the Prime Minister’s June 29, 2015 statement announcing economic and

social inclusion as among the new government’s top policy priorities.

II. PROJECT DEVELOPMENT OBJECTIVES

A. PDO



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B. Project Beneficiaries

13. The project will target poor and/or vulnerable Togolese young men and women aged 15-35. Poor

communities in all 5 Regions of Togo will be selected based on available national statistics. Within these

villages, poor and vulnerable youth will be identified through a two-part targeting process consisting of

community-based targeting and a Proxy-Means Test (PMT). For the purposes of the project, youth will be

considered to be vulnerable if they are living with a disability or have not finished primary school. The project

will seek to benefit at least 50 percent young women, and the number of beneficiaries will be disaggregated by

gender in the project monitoring.

C. PDO-Level Results Indicators

14. The key results of the project will be measured using the following indicators:

(a) Direct project beneficiaries (number), of which female (percentage) (core)

(b) Number of person-days of participation in community service subprojects

(c) Targeted youth initiating or expanding household enterprises with support from the project

(number)

(d) Beneficiaries of components 1 and 2 under the national poverty line, living with a disability, or not

having finished primary school (percentage)

(e) Beneficiaries that feel project investments reflected their needs (percentage)

III. PROJECT DESCRIPTION

A. Project Components

15. The Government’s national volunteer initiative aims to provide an opportunity for youth to gain work

skills and experience, as well as to perform community service and help their community. Initially designed for

university graduates, the Government has piloted an expansion of the initiative to cover youth with little or no

education through the Volontariat des Jeunes Déscolarisés (JDS) program. This component will support the

expansion and refinement of the JDS program.

16. The JDS program consists of two main phases: 1) participation in community service projects which

provide a platform for on-the-job training in technical skills as well as training on life skills and running a

microenterprise; and 2) financial and coaching support for launching and operating an income generating

activity. These phases are reflected in components 1 and 2 of the project.

Component 1: Community Service and Training (US$8.5 million) 17. Community service is the entry point for the JDS program. It gives poor and vulnerable youth

beneficiaries, who have generally never held a structured work opportunity, the chance to develop good work


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habits and gain civic values in participating in something of value to the community. The community service

activities also provide an opportunity over a period of months to provide on-the-job training as well as soft

skills and micro-entrepreneurial training. The stipend paid to beneficiaries for their community service, while

low, will permit beneficiaries to address immediate constraints related to poverty in order to devote their

mental “bandwidth” towards working, learning, and eventually launching an income-generating activity. The

community service is also expected to serve as a “commitment device” which will separate the more serious

and motivated beneficiaries from those who are less motivated. Only those beneficiaries who complete the

community service will receive cash grants under component 2.


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Figure 1: Project process flow


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18. Subcomponent 1.1: Community service subprojects (US$3.5 million). Building on the JDS experience to

date as well as the successful experience in implementing labor-intensive public works under the PDC and

PDCplus, this component will provide community service opportunities to targeted poor and vulnerable youth.

As in PDC and PDCplus, the subprojects would be implemented using a community-driven approach. The

community works projects would be managed by elected Village Development Committees (VDCs) which exist

already in many villages, or which would be formed with support from the project. Village Development

Committees would also be trained to help identify potential beneficiaries based on criteria provided by the

project, and their selection would be confirmed by a PMT survey.

19. The subprojects would finance payment of stipends for the youth beneficiaries (minimum of 60 percent

of total sub-project amounts) and a limited amount to cover inputs, on-the job training, and administrative

costs incurred by the communities in the implementation of the subprojects (maximum of 40 percent of total

sub-project amounts). Beneficiaries would be provided a bank account and a specified portion of their earnings

would be retained in the account to provide part of the seed capital for launching an income-generating activity

under Component 2.

20. Depending on the predominant economic activities in each subproject location, community projects

would follow one of two tracks. Track 1 would focus on agriculture. Beneficiaries will perform agricultural work

on land allocated by the community, with the proceeds after expenses accruing to beneficiaries. Where

possible, this agricultural work could involve the creation of school gardens to be used in the context of the

school feeding program also to be administered by ANADEB under the Safety Nets and Basic Services Project.

For areas where agriculture is not predominant (track 2), activities would be selected by communities from a

menu of eligible options requiring high percentages of unskilled labor, such as road maintenance, rehabilitation

of public buildings, drainage, environmental rehabilitation, processing of agricultural products, and

maintenance of public places and trash collection. Communities would be encouraged to select and design

subprojects that are attractive to young women, so that a minimum of 50 percent of beneficiaries are female.

21. Subcomponent 1.2: Life skills, micro-entrepreneurial training, and on-the-job technical training (US$5

million). Community services sub-projects would be structured to include an on-the-job training component to

boost technical skills and knowledge. In addition, during the course of the implementation of community

service subprojects, youth will also receive one to two days of life skills and micro-entrepreneurial training per

week paid at the same stipend as a normal work day. The training will be based on the Formation en

Développement d‘Affaires (FODA) model developed by GiZ and the Government of Togo. The FODA model has

the ability to be customized for youth with low levels of education and those with handicaps. It includes i)

discussions on entrepreneurial behaviors and identification of one’s strengths and weaknesses; ii) generation of

ideas for income-generating activities; iii) a rudimentary market assessment; iv) an evaluation of inputs and

equipment required; v) a basic financial analysis; and vi) bringing all of these elements together in a business

plan with assistance from a facilitator. The model also includes training on financial literacy including using a

bank account, calculating profit/loss, and keeping an inventory. Gender specific modules for both young

women and men will be created to take into account gender-specific life skills. The modules will be delivered in

local languages by Togolese facilitators, some of whom are already training with the support of GiZ, though

more will need to be trained with support from the project.


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Component 2: Support for Income Generating Activities (US$2.5 million) 22. Beneficiaries who have successfully completed the activities under Component 1, including preparation

of a satisfactory business plan, will be eligible to receive support to launch or enlarge an income generating

activity. Support will consist of:

(a) A matching grant to top-up the savings realized by beneficiaries during the community service

component of the project, in order to provide start-up capital for their business.

(b) Mentoring to help youth address problems that may confront them as they establish or scale up

their business, market themselves, and identify opportunities, followed by ongoing periodic follow-

up of the income generating activity.

Component 3: Capacity Building (US$1.0 million) 23. Subcomponent 3.1. Capacity building for implementation of youth employment programs (US$800,000).

This component will support the Government to design, strengthen and put into action key operational tools

for implementing youth employment programs targeting the poor and vulnerable. This includes building

capacity for: (a) geographical targeting of programs; (b) targeting poor and extremely poor households with

youth through community-based targeting and a proxy means test (PMT); (c) developing well-functioning MIS

and electronic payments systems; (d) improving program evaluation, including support for using a regression

discontinuity design (RDD) approach if feasible; and (e) ensuring a well-functioning grievance redress system.

The World Bank and project team would work in coordination with other Ministries, programs, and partners to

ensure that capacities built and tools developed are harmonized with national policy and can spill over to other

interventions implemented by Government.

24. Subcomponent 3.2. Community capacity-building (US$200,000). Capacity building and empowerment of

communities to i) take a key role in implementing project activities and ii) promote accountability and

transparency is a key element of the project’s approach. This sub-component will support the training of

communities through the Grassroots Management Training approach (GMT), which has already been

successfully utilized in the Education and Institutional Strengthening Project (PERI) and the PDCplus. The GMT

will largely follow the methodology used under PDCplus, with modules covering: 1) information and

communication, 2) community organization and dynamics, 3) participatory poverty and needs assessment, 4)

participatory and operational planning of the sub-project, 5) community procurement of inputs, 6) financial

management, 7) participatory monitoring and evaluation, and 8) servicing and maintenance of infrastructure.

The participatory poverty and needs assessment module will be revised to include training on community

identification of poor youth, following the experience of the Benin Decentralized Community Driven Services

Project (PSDCC).


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Component 4: Project Management (US$3.0 million) 25. The objective of this component is to support activities related to project management and

coordination. This includes staff-related costs, equipment, vehicles, fuel, office space, and communications

costs, and operating costs related to the procurement, supervision, auditing and evaluation of project activities.

B. Project Cost and Financing

26. The proposed Investment Project Financing (IPF) project is expected to be financed by an IDA grant in

the amount of US$15 million. The table below summarizes project costs by component and provides the share

of each component in the total IDA budget.

Table 5: Project Financing

Project Components Project cost IBRD or IDA

Financing Trust Funds

Counterpart Funding

1. Community Service and Training 8.5 8.5 0.0 0.0

1.1 Community Service Subprojects 3.5 3.5 0.0 0.0

1.2: Life skills, micro-entrepreneurial training, and on-the-job technical training

5.0 5.0 0.0 0.0

2. Support for Income Generating Activities 2.5 2.5 0.0 0.0

3. Capacity Building 1.0 1.0 0.0 0.0

3.1. Capacity building for implementation of youth employment programs

0.8 0.8 0.0 0.0

3.2. Community capacity-building 0.2 0.2 0.0 0.0

4. Project Management 3.0 3.0 0.0 0.0

Total Costs 15.0 15.0 0.0 0.0

Total Project Costs 15.0

Front End Fees 0.0

Total Financing Required 15.0


Page 21 of 48

C. Lessons Learned and Reflected in the Project Design

27. A recent meta-analysis reviewing the evidence on the impact of youth employment programs on labor

market outcomes1 and a 2012 evaluation of World Bank support for youth employment prepared by the World

Bank’s Independent Evaluation Group (IEG) find strong evidence that programs that integrate multiple

interventions are more likely to succeed because they are better able to respond to the different needs of

beneficiaries. Along these lines, the project’s design aims to address constraints beneficiaries are likely to face

in multiple areas – such as soft/behavioral skills, money management skills, marketing/planning, mentoring,

and access to capital.

28. The meta-analysis also finds evidence about the importance of profiling and follow-up systems in

determining program performance, and some evidence about the importance of incentive systems for services

providers. Profiling, for example, allows program managers to better understand and respond to the

needs/constraints facing different groups of beneficiaries. A program proactively taking information from

participants to enable them to succeed, such as the Programa de Capacitación Jóvenes con Futuro (JCF) in

Colombia or the Galpao Program in Brazil, uses information about participant aptitudes to place them in the

type of training where candidates may be most likely to succeed. However, profiling does not necessarily imply

that each individual needs to have a differentiated treatment. Instead, the ability to group beneficiaries into

broad categories – from those who require minimal support to those who are hard to serve – seems to be

critical for the performance of the program. The proposed project will aim to group beneficiaries into cohorts

by types of income generating activities to be undertaken. The Adolescent Girls Employment Initiative (AGEI) in

Nepal and the Sierra Leone Youth Opportunities Project successfully applied an innovative approach by

incorporating a results-based system whereby training providers received bonus payments if certain

percentages of beneficiaries achieving specified employment outcomes. The project will also aim to

incorporate incentive clauses into service provider contracts.

29. Similarly, continuous follow-up and engagement of beneficiaries is important for program performance.

Following up beneficiaries is not only necessary to assess whether a given intervention is delivering the

expected results, but also to help beneficiaries with business challenges as they arise and to obtain timely

feedback in terms of whether adjustments to the intervention are required, both in the composition and

intensity of different services. In general, this requires having in place adequate monitoring and evaluation

systems. For example, the Women’s Income Generation Support (WINGS) in Uganda, which focused on

entrepreneurship promotion activities, required that staff maintain close supervision of business activities for

the first few business cycles and provide advice on meeting market challenges and implementing sound

business practices. While continuous follow-ups and monitoring also address the problem of beneficiary drop-

out, evidence shows that providing incentives for beneficiaries to stay in the program can also be used for this

purpose – as applied in this program through the savings component of the community service subprojects.

The Satya/Pratham program in India, which provided young women with specific skills training, required

beneficiaries to deposit Rs 50 per month for continuing in the program. This required participants to be ready

1 Jochen Kluve, Susana Puerto, David Robalino, Jose Manuel Romero, Friederike Rother, Jonathan Stöterau (June

2016): Do Youth Employment Programs Improve Labor Market Outcomes? A Systematic Review, IZA Discussion Paper.


Page 22 of 48

to commit a total of Rs 300 for the entire duration of the training program with a promise that upon program

completion, they would be repaid Rs 350.

30. Another important finding from international experience suggests that programs that include training in

socio-emotional and behavioral skills can make a difference as long as programs are set up to address the

needs of beneficiaries through good profiling and follow-up systems, appropriate contracting and payments

systems, and a diversified package of interventions.

IV. IMPLEMENTATION

A. Institutional and Implementation Arrangements

31. The Ministry of Community Development, Artisanship, Youth, and Youth Employment (MDBAJEJ), as the

ministry responsible for youth employment in Togo, will be responsible for supervising the implementation of

the project.

32. Following the successful implementation of two consecutive IDA-funded projects (PDC and PDCplus), the

MDBAJEJ has developed extensive experience in implementing World Bank financed projects. Responsibility

for implementation of this project will remain with the Ministry, but the project will not be implemented

through a PIU dedicated only to the project. To build sustainable national capacity, the Ministry has created

the National Community Development Support Agency (Agence Nationale d’Appui au Développement à la Base

-- ANADEB), which will be responsible for executing the project under the supervision of MDBAJEJ. The

ANADEB, which is operational since 2013, has already implemented some JDS activities in collaboration with

ANVT, and developed experience in managing labor-intensive public works projects modeled after those under

PDC and PDC plus. The ANADEB will also implement the IDA-supported Safety Nets and Basic Services Project

(SNBSP), with which this project shares the FGB approach and as well as the same methodology for combined

community/PMT targeting of the poorest. The ANADEB was also recently appointed as the focal point for the

implementation of a new UNDP-supported Emergency Community Development Project (Projet d’Urgence de

Développement Communautaire -- PUDC). Implementation of the project by ANADEB will ensure coherence

and coordination with the SNBSP, PUDC and other similar Government community development programs. To

prepare for increased volume of activity, ANADEB has recently recruited additional staff. The World Bank has

evaluated ANADEB’s procurement and financial management capacities and found them satisfactory, pending

compliance with recommendations.

33. ANADEB was established under Decree No. 2011-017/PR dated January 19, 2011. It has its own legal

personality and financial autonomy. Therefore, in addition to the Financing Agreement to be signed between

the World Bank and Government, ANADEB will sign a Project Agreement with the World Bank describing its

obligations in the implementation of the project. Furthermore, as a condition of effectiveness of the project,

the Government will also sign a Subsidiary Agreement with ANADEB describing how the latter will implement

the project on behalf of the former, and the rights and responsibilities of each party. The legal texts

establishing ANADEB should not be amended, suspended, abrogated, repealed or waived in a manner that

affects ANADEB’s ability to implement the project.


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34. In order to manage the increased workload associated with the project, as well as the SNBSP, the

government has agreed to revise the organigram of ANADEB to reinforce certain functions. This will include a

unit reporting to the Director General of ANADEB which will include a project coordinator as well as technical

staff. Where justified by their skills and performance evaluations, certain staff from the PDCplus are expected

to be recruited by ANADEB to fill some positions for which they have valuable experience, at the request of

Government and with the no objection of the World Bank. Furthermore, to ensure rapid start up and cost

savings, ANADEB will receive the vehicles, computers, office furniture and other equipment from the closing

Technical Secretariat of the PDCplus.

35. The implementation of the project components will require the operational implication of a number of

other institutions, with whom ANADEB would sign partnership agreements detailing the expected

implementation arrangements, roles, and responsibilities. Component 1.1 would require contractual

agreements in each Region with service providers capable to supervise community service subprojects.

Contractors will be selected competitively. These contractors may include the Agences d’Appui aux Initiatives

de Base (AGAIBs) which implemented labor intensive public works sub-projects under PDCplus, NGOs or other

relevant entities. AGAIBs are private non-profit entities, whose boards of directors comprise representatives of

NGOs, Government and civil society. There is one AGAIB in each of the country’s five Regions.

36. Components 1.2 and 2 will require recruitment of individual consultants for provision of training and

mentoring services and a payment agency to handle the payment of start-up grants. Under Component 3, the

PMT and impact evaluation end-line surveys will require contracts with the National Statistics Institute or

private sector service providers.

B. Results Monitoring and Evaluation

37. ANADEB will develop a computerized monitoring system to track all outcome and intermediate

indicators as well as other information required for effective project management. Outcome and intermediate

indicators are provided in Section VII. Technical and process evaluations will be carried out at mid-project to

examine the quality of community service subprojects and training and the extent to which project procedures

are effective and respected, as well as to make recommendations to increase implementation effectiveness.

38. The project will be subject to an impact evaluation. Since the selection of beneficiaries will be on the

basis of PMT scores that correlate with their poverty status, the World Bank and Government will analyze the

possibility of using a regression discontinuity design (RDD) approach to measure the impact on beneficiaries.

This approach could use the fact that a cutoff point for PMT scores will be used to determine whether an

individual is eligible for the program, but that beneficiaries and non-beneficiaries close to the cutoff point may

be for all intents and purposes similar in terms of poverty status prior to their participation in the project. If

judged feasible, an end-of-program survey of beneficiaries and non-beneficiaries near the cutoff point could

aim to discern what impact if any the program had on beneficiaries just below the cutoff point relative to their

statistically comparable counterparts who did not benefit due to being just above the cutoff point.


Page 24 of 48

C. Sustainability

39. While complete financial sustainability of youth employment initiatives may not be possible without

external support in the short to medium term due to the country’s limited revenue base, the Government is

highly committed to this area as it represents a key policy priority in Togo. The commitment is evidenced by

the continued funding of multiple programs in the area by the Government, including the volunteer programs

of the ANVT, the programs of ANPE such as AIDE, as well as the FAIEJ, PAIPJA, PRADEB, and others. In

particular, Government’s parallel support to the Out-of-school Youth Program JDS is encouraging as a sign of

ownership and likely continuity of the activities supported by the project.

40. The outlook for institutional sustainability is positive, as the Government has been pro-active in moving

from a projectized approach to a more systematic approach. The Technical Secretariat which implemented

PDC and PDCplus will give way to the National Community Development Agency (ANADEB). The ANADEB, along

with its regional office will take over the role previously played by the Technical Secretariat and the AGAIBs.

D. Role of Partners

41. The German Gesellschaft für Internationale Zusammenarbeit (GIZ) will be a key partner in the delivery of

like skills and micro-entrepreneurship skills to youth, given its pre-existing work to develop the FODA training

package in partnership with the Government. GiZ is also providing technical assistance to ANPE Employment

Observatory, assists in the maintenance of MDBAJEJ Youth Employment database, and supports the

Programme de Formation Professionnelle et Emploi des Jeunes (ProFoPEJ).

42. A number of other international agencies support youth employment initiatives, notably: (i) UNDP,

which supports ANVT and PAIPJA; (ii) ILO, which is winding down its program in Togo but has supported

technical assistance in the creation of strategy papers and resource mobilization and in the area of migration;

(iii) African Development Bank (AfDB) which supports the Multi-sectorial Technical Assistance Project (PATCM)

and Projet d’appui à l’employabilité et l’insertion des jeunes dans les secteurs porteurs (PAEIJ-SP); (iv) the

Commission of the African Monetary Union, which finances the Support Project for Small Artisanal enterprises

(PAPEA/UEMOA); and (v) the West African Development Bank (BOAD) which has provided financial assistance

in the form of a loan to PRADEB. The proposed project has been designed to be complementary to and not

duplicate these interventions, and brings a unique value-added in terms of i) its scale, which will make it among

the largest of these programs, helping to address the vast unmet need of youth in situations of

underemployment or unemployment; ii) its focus on poor and vulnerable youth, which is a large proportion of

the population that is relatively underserved; and iii) its unique model of addressing youth employment

through community service and on-the-job training, life skills and micro-entrepreneurial training, and financial

support.


Page 25 of 48

V. KEY RISKS

A. Overall Risk Rating and Explanation of Key Risks

43. The overall risk level is judged to be moderate. While MDBAJEJ has experience with World Bank

projects and knowledge of World Bank procedures, ANADEB will need to recruit staff with prior experience in

IDA-funded projects, or those who can become quickly operational in working with World Bank procedures. It

will be especially key to ensure that qualified fiduciary staff are in place. As in many countries, the past track

record of youth employment interventions is mixed. The World Bank will provide support in developing clear

implementation procedures, M&E, MIS and in providing capacity building and training on fiduciary aspects and

management for PIU staff. To ensure that resources are received by the intended population, the World Bank

will also provide technical assistance for targeting and beneficiary identification. This will help to mitigate the

overall level of risk.

VI. APPRAISAL SUMMARY

A. Economic and Financial (if applicable) Analysis

44. While a cost-benefit analysis is not possible due to limited data, the two operational components (1 and

2) of the proposed Project are expected to improve economic opportunities for youth and produce important

social benefits. The project is expected to have an important direct impact on project beneficiaries as well as on

the impact of future youth employment programs by reinforcing the capacity of the institutions in charge of

defining policies and implementing employment programs to target, implement and monitor such programs.

45. The project will set up a pathway of support aimed at improving access to economic opportunities, and

in turn, while not part of the formal Project Development Objective, improving their livelihood and future

employment prospects in a sustainable way – a goal that is expected to be measured through the project’s

impact evaluation. This pathway of support will: (i) provide youth with immediate access to income through the

community service subprojects, a portion of which will be saved to form part of the capital for an income

generating activity; and (ii) provide a prolonged period of training and mentorship for youth beneficiaries

through the phases of community service projects, business plan formulation, and implementation of their

income generating activity. To the extent that its implementation is successful, the project is expected to have

an important impact on poverty reduction, given its target population of poor and vulnerable underemployed

youth, many of whom have little or no education.

46. The community service subprojects under component 1 is intended to not only provide immediate

consumption smoothing, but also improve the earnings opportunities for the youth in the longer term by

enabling them to accumulate saving to invest in an income-generating activity, and to provide a platform to

provide training and mentorship. In recognition of the consumption needs of the poor and vulnerable target

population, beneficiaries will not be expected to save all of their earnings, but the injection of some of their


Page 26 of 48

earnings into the future income generating activity, alongside a matching grant from the project, is expected to

increase their feeling of ownership of the activity and increase the amount of resources for the activity.

60. Many of the community service subproject activities – including road rehabilitation and environmental

activities -- are expected to have economic and social value beyond the stipends received by beneficiaries.

Furthermore, the use of the community driven development approach in identifying the type of works will

ensure that activities respond to local priorities. Broad-based participation creates local ownership which can

make the subprojects more sustainable and extends the life of the investment’s benefits.

47. The economic objective for the project’s support for mentorship and micro-entrepreneurial skills

training is to address the gap that many youth face in terms of the skills required for conducting a successful

business. A set of competencies have been identified as crucial for job productivity, such as life skills, small

business management skills, and the ability to think in the medium term and think through the key aspects of

implementing an income-generating activity by preparing a simplified business plan. Such training modules are

relevant even for those of the beneficiaries who successfully completed primary education or more as the skills

are typically not delivered in the formal education system.

48. The cash grants in component 2 aim at mitigating imperfections on the credit market. The lack of

information and the absence of collateral hamper the provision of credit to the bottom of the distribution by

financial institutions. Self-employed youth in the informal sector have difficulty in accessing finance at the start

of their work career, which makes it difficult to mobilize a start-up capital necessary to purchase tools, set up a

workshop or market their small business. By providing start-up grants and referrals to financial institutions

offering microloans, component 2 will help youth overcome this barrier. Grants will be capped at a maximum

level per person, depending on demonstrated needs, regardless of whether the person is applying as an

individual or as part of a group. This level is similar to start-up support in other West African countries. The

fact that it is restricted to young people who have successfully completed the community service subprojects

program in Component 1, and saved part of their stipend to combine with the grant, reduces the moral hazard

and enhances the likelihood that capital is put to productive use.

49. Without assistance, those youth will most likely find work in an economic activity with very low

productivity. According to the national statistics, about 32 percent of youth aged 15-24 and 21 percent of youth

aged 25-34 earn less than the minimum wage of 35,000 FCFA (US$60) per month while working full time.

Earnings for self-employed youth and those working less than full time are lower. The median wage for all self-

employed youth (including those working less than full time) is estimated at around 13,000 FCFA per month

(US$22) for youth with no education and 20,000 FCFA (US$34) per month for youth with primary education,

compared to 33,000 FCFA (US$56) per month for youth with secondary education and 44,000 FCFA (US$75) per

month for those with an undergraduate degree. By addressing the skills and capital constraints faced by poor

and vulnerable youth, the project aims to improve their productivity and improve their possibilities to work

more hours per week, thereby increasing their incomes.


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B. Technical

50. The project’s design is based on the lessons learned and best practices from relevant youth employment

projects in sub-Saharan Africa, including in Cote d’Ivoire, Uganda, Kenya, Benin and Sierra Leone.

51. The focus on community service subprojects as an entry point for youth employment, especially for

vulnerable youth, is supported by the experience of the projects such as the Sierra Leone Youth Opportunities

Project and the Cote d’Ivoire Youth Employment and Skills Development Project, which used labor-intensive

public works in a similar fashion, through with less emphasis on On-the-Job Training. In Sierra Leone

participation in labor-intensive public works led not only to increased incomes but to 16 percent greater

savings and 33 percent greater investment in income generating activities as compared to a control group.

These impacts rose to 25 and 39 percent respectively in rural areas. Furthermore, those in the treatment group

were nearly four times more likely than control households to establish new enterprises: only 9 percent of the

control households reported that household members had set up new enterprises during the previous three

months, compared with 34 percent in the treatment group.2 In Cote d’Ivoire, a randomized evaluation of a

public works program for youth found a 32 percent increase in self-employment income 12-15 months after

exit from the program – though there was no increase in income for those seeking wage employment.3 The

evaluation also found that the most vulnerable youth benefitted the most.

52. Provision of cash grants to address capital constraints is also supported by impact evaluations of youth

employment projects in sub-Saharan Africa. Based on a Randomized Control Trial (RCT) conducted on the Youth

Opportunities Project in Northern Uganda in 2013, the YOP participants increased business assets by 57

percent, hours of work by 17 percent, and earnings by 38 percent compared to the control group four years

after the intervention. The project did so with an average cash grant of US$382 per participant, as well as

facilitation to create a simple business plan.4 Through the provision of a cash grant of US$150 and enterprise

training, the Women’s Income Generating Support (WINGS) program doubled the monthly cash earnings and

tripled cash savings of participants as compared to the control group after one year, again as measured through

an RCT.5

53. The community service projects under Component 1 are accompanied by the following measures to

increase participants’ employability and improve the sustainability of employment beyond the six months

provided by the project: (i) basic skills development both in “soft” skills (e.g. safe-awareness, communication,

conflict management, assertiveness) and in business related skills (e.g. financial literacy, basic accounting,

business planning); and (ii) a savings program to help participants put aside a start-up capital for a micro-

enterprise venture. The Cote d’Ivoire program evaluation found that outcomes were better for those who

received self-employment training as opposed to no training.

2 Rosas and Sabarwal. 2016. Can You Work it? Evidence on the Productive Potential of Public Works from a Youth

Employment Program in Sierra Leone 3 Bertrand, Marianne; Bruno Crépon; Premand, Patrick. 2016. Résultats de l’évaluation d’impact de la composante

THIMO du Projet Emploi Jeunes et Développement des compétences (PEJEDEC) en Côte d’Ivoire. 4 Blattman, Fiala, and Martinez. 2013. Generating Skilled Self-Employment in Developing Countries: Experimental

evidence from Uganda. 5 Blattman et al. 2013. Building Women’s Economic and Social Empowerment through Enterprise: An experimental

assessment of the Women’s Income Generating Support Program in Uganda.


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54. Component 3 will include a focus on the establishment of robust M&E systems across project activities

to ensure effective implementation of the interventions. Given the fact that this exact configuration of

interventions has not been evaluated elsewhere, an impact evaluations will be carried out to distill lessons and

inform future efforts for youth employment projects.

C. Financial Management

55. A FM assessment of the implementing unit ANADEB designated to manage the Employment

Opportunities for Vulnerable Youth Project, was carried out in December 2016. The objective of the assessment

was to determine whether ANADEB has acceptable FM arrangements in place to ensure that the project funds

will be used only for intended purposes, with due attention to consideration of economy and efficiency. The

financial management assessment was carried out in accordance with the Financial Management Practices

Manual issued by the Financial Management Board on March 1, 2010 and retrofitted on February 4, 2015.

56. The FM arrangements are acceptable if they are capable of recording accurately all transactions and

balances, supporting the preparation of regular and reliable financial statements, safeguarding the Project’s

assets, and are subject to auditing arrangements acceptable to the World Bank. These arrangements should be

in place when project implementation starts and be maintained as such during project implementation. The

assessment concluded that the financial management of ANADEB satisfies the World Bank’s minimum

requirements under OP/BP 10.00, and therefore is adequate to provide, with reasonable assurance, accurate

and timely financial management information on the status of the project required by the World Bank.

57. The overall fiduciary risk rating is assessed as Substantial and mitigation measures proposed (see FM

Action Plan) will strengthen the internal control environment and maintain the continuous timely and reliability

of information produced by ANADEB and an adequate segregation of duties.

Table 6: FM action plan

No. Activity/Action Target Completion Date Responsibility

1 Configuration of the multi-projects version of accounting software to accommodate the new project’s activities.

Not later than three (3) months after effectiveness

ANADEB

2 Writing of an annex to ANADEB’s Financial and Accounting manual of procedures to reflect the new project specificities.


ANADEB

3 The revision of ANADEB’s Internal Auditor’s work program to cover the new project’s activities.


ANADEB

4 Appointment of the external auditor acceptable to IDA.


ANADEB

Country issues


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58. The 2016 PEFA assessment revealed the following main weaknesses in Togo’s public financial

management system: (i) poor budget credibility, particularly concerning expenditures (ii) budgetary coverage

and transparency is limited by the high level of off-budget operations (over 10 percent of total expenditures)

(iii) budgeting experience based on public policies still needs to be improved and (iv) predictability and

supervision of budget execution is still limited. The capacities of the State internal audit entities are still

generally weak, given the scope of their missions and their areas of responsibility. The accounting and

recording of financial data was reorganized in 2009 but the system still requires improvement. The

independence of the supreme audit institution (Cour des Comptes) is hindered by jurisdictional limitations in

the Constitution and the lack of freedom to publish an annual report.

59. The Overall Inherent Risk of the public financial management (PFM) system in Togo is rated as “High”.

However, actions are being taken to address all these issues. The government of Togo (GoT) is updating the

PFM actions plan based on recommendations resulting from various recent studies (PEMFAR, PIMA) to address

the main weaknesses inherent to the country PFM system.

Financial Management and Disbursements arrangements

60. ANADEB will handle the overall responsibility of FM aspects of the project including budgeting,

disbursement, financial management, reporting, supervision, management of the Designated Account, and

auditing.

61. Governance and Anti-corruption (GAC) arrangements: ANADEB will follow existing anti-corruption

legislations when dealing with fraud and corruption. FM arrangements will ensure that there are internal

control systems and audits conducted to prevent and detect fraud and corruption. In addition, there are the

World Bank Anti-Corruption Guidelines with which the project should comply.

62. Budgeting. The project budgeting process will be clearly defined in the Project financial management

manual and the budget will be reviewed and adopted by the Steering Committee before the beginning of the

year. Annual budgets will be submitted to the World Bank’s non-objection before adoption and

implementation. The Recipient shall create, and thereafter maintain throughout each calendar year of project

implementation, a specific budget line entry in the state budget (especially in the targeted sectorial budgets) to

keep track of the corresponding expenditures incurred during project implementation.

63. Funds Flow and Disbursement Arrangements. Flow of funds arrangements are shown in Figure 2.


Page 30 of 48

Figure 2: Funds Flow and Disbursement Arrangements

64. Designated account. One Designated Account (DA) will be opened at a commercial bank acceptable to

IDA. Its ceiling will be determined in the disbursement letter based on the disbursement forecast for the first

four months. The project Coordinator and the FM specialist will be the signatories of the DA. The account is set

up to fund eligible expenditures based on the approved annual activity plans.

65. Disbursement methods and processes. Disbursements under the Project would be transaction based. In

addition to making advances to the DA, other disbursement methods (reimbursement, direct payment and

special commitment) will be available for use under the Project. Further instructions on disbursement and

details on the operations of the Withdrawal Applications and Direct Payments is outlined in the disbursement

letter.

66. Table 7 below specifies the categories of eligible expenditures to be financed out of the proceeds of the

Grant, the amounts under each category, and the percentage of expenditures to be financed for eligible

expenditures in each category.


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Table 7: Expenditure categories

Category Amount of the financing allocated (expressed in SDR)

Percentage of expenditures to be

financed (inclusive of taxes)

(1) Goods, works, non-consulting services, and consultants’ services, Operating Costs and Training for the Project (except Community Service Stipends under Part A.1, and Part B.1)

6,800,000 100%

(2) Community Service Stipends under Part A.1 of the Project

1,900,000 100% of amounts disbursed

(3) Business Start-up Grants under Part B.1 of the Project

1,800,000 100% of amounts disbursed

(4) Refund of Preparation Advance No. V0660-TG 600,000 Amount payable pursuant to Section 2.07 of the

General Conditions

TOTAL AMOUNT 11,100,000

67. Accounting and Reporting. SYSCOHADA is the assigned accounting system in West African Francophone

countries. Project accounts will be maintained on a cash basis, supported with appropriate records and

procedures to track commitments and to safeguard assets. Annual financial statements will be prepared by

ANADEB in accordance with the SYSCOHADA but taking into account specificities related to external financed

investment projects. Accounting and control procedures will be documented in the FM Manual. ANADEB will

prepare Quarterly Interim Un-audited Financial Reports (IFRs) reflecting operations of the designated account

and submitted to the World Bank within 45 days after the end of each quarter. The IFR format will comprise the

following: i) report on the sources and use of funds cumulative (project-to-date; year-to-date) and for the

period, showing budgeted amounts versus actual expenditures, including a variance analysis; and ii) forecast of

sources and uses of funds. The current ANADEB’s accounting software TOM2PRO with mono-project is in place

and it was agreed to purchase, under the Safety Nets and Basic Services Project, its multi-projects, multi-sites,

and multi-donors version for managing both its current projects and the new project.

68. Internal control and internal auditing arrangements. Internal Control Systems: The updated version of

ANADEB’s current FM and administrative procedures will document the financial management and

disbursement arrangements including internal controls, budget process, assets safeguards, and clarify roles and

responsibilities of all the stakeholders. The internal audit function will be assumed by ANADEB’s internal audit

unit which work program will be revised to cover the new project’s activities. In addition, in line with the Togo

Use of Country System (UCS) Report the project’s internal control system could be strengthened by establishing

a channel of collaboration between IGF (Inspection Générale des Finances) and the project’s internal audit unit

for conducting periodical internal audit review on the project activities.

69. Annual Financial Audit. An external independent and qualified private sector auditor will be recruited to

carry out the audit of the Project’s financial statements under the supervision of the supreme audit institution.


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Therefore, annual audits will be conducted based on Terms of References (TOR) agreed with the supreme audit

institution and that are satisfactory to the World Bank. The auditor will express an opinion on the Annual

Financial Statements, and perform his audit in compliance with International Standards on Auditing (ISAs). He

will be required to prepare a Management Letter detailing observations and comments, providing

recommendations for improvements in the accounting system and the internal control environment. The

external auditor will especially review each year a reasonable sample of the subsidized concession operations

to ensure that activities were completed pursuant to the agreed procedures and that funds were used for the

purposes intended.

70. The audit report on the annual project financial statements and activities of the Designated Account will

be submitted to the IDA within six months after the end of each project fiscal year.

Implementation Support Plan

71. Based on the outcome of the FM risk assessment, the following implementation support plan is

proposed. The objective of the implementation support plan is to ensure the project maintains a satisfactory

financial management system throughout the project’s life.

Table 8: Implementation Support Plan

FM Activity Frequency

Desk reviews

Interim financial reports review Quarterly

Audit report review of the project Annually

Review of other relevant information such as interim internal

control systems reports.

Continuous as they become

available

On site visits

Review of overall operation of the FM system Twice per year

(Implementation Support Mission)

Monitoring of actions taken on issues highlighted in audit reports,

auditors’ management letters, internal audit and other reports

As needed

Transaction reviews (if needed) As needed

Capacity building support

FM training sessions During implementation and as and

when needed.

D. Procurement

72. Capacity Assessment and Remedial Actions. A full Procurement assessment of the main implementing

agency, the ANADEB was conducted prior to project appraisal. The overall project risk for procurement is rated

High before mitigation. The assessment concluded that the basic requirements for ensuring acceptable quality

of procurement largely exist already within the agency. However, a number of recommendations were made to

strengthen procurement capacity. These include:


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updating the procurement manual of procedures to include : (i) the delegation of implementation responsibility to communities, and (ii) any new procurement methods identified by the new project;

preparing a new procedures manual and simplified procurement and project implementation documents for communities;

recruiting and appointing in each Regional agency, a qualified staff responsible for procurement, to provide direct and proximity assistance to community;

training the ANADEB management and all staff responsible for procurement activities on prequalification of providers (enterprises, consultants, etc.), and on the selection of consultants, on monitoring and management of community procurement, and on project management following World Bank procedures;

preparing and implementing a support and training mechanism on procurement for the first year of project implementation;

performing each year an audit and a posteriori review of all procurements conducted by the ANADEB and the communities;

creating a registry for the management of all information related to claims and complaints;

improving the filing and archiving system at the ANADEB.

73. Guidelines and procurement documents. As the PCN review was held in April 2016, procurement

activities will be carried out in accordance with the World Bank’s ‘Guidelines: Procurement of Goods, Works,

and Non-Consulting Services under IBRD Loans and IDA Credits & Grants by World Bank Borrowers’, dated

January 2011 and revised in July 2014, or the World Bank’s ‘Guidelines: Selection and Employment of

Consultants’, dated January 2011 and revised in July 2014 with a Procurement Plan (PP) acceptable to IDA. In

addition, the project will be carried out in accordance with the “Guidelines on Preventing and Combating Fraud

and Corruption in Projects Financed by IBRD Loans and IDA Credits and Grants”, dated October 15, 2006 and

revised in January 2011.

74. Procurement will be carried out using the World Bank’s Standard Bidding Documents or Standard

Request for Proposal (RFP) for all International Competition Bidding (ICB) for goods and for the selection of

consultants, respectively. For National Competitive Bidding (NCB), the Borrower should submit a sample form

of bidding documents to the World Bank for prior review and will continue to use this type of document

throughout the project once this has been agreed upon. The Sample Form of Evaluation Reports published by

the World Bank will be used. Community procurement will be carried out using the current documents included

in the CDP Implementation Manual

75. Advertising. A comprehensive General Procurement Notice will be prepared by the borrower and

published in the United Nations Development Business (UNDB) online following the Board approval, to

announce major consulting assignments and any International Competitive Bidding (ICB). The General

Procurement Notice shall include all ICB for works, goods and non-consulting services contracts and all large

consulting contracts (that is, those estimated to cost US$100,000 or more). In addition, a specific procurement

notice is required for all works, goods to be procured under ICB in UNDB online. Requests for Expressions of

Interest (EOIs) for consulting services expected to cost more than US$100,000 shall be advertised in UNDB

online. An EOI is required in the national gazette or a national newspaper or on an electronic portal of free

access for all consulting firm services regardless of the contract amount. In the case of National Competitive


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Bidding (NCB), a specific procurement notice will be published in the national gazette or a national newspaper

or on an electronic portal of free access. Contract awards will also be published in UNDB online, in accordance

with the World Bank’s Procurement Guidelines (paragraph 2.60) and Consultant Guidelines (paragraph 2.28).

76. Procurement of Works: Contracts for Works estimated to cost US$5,000,000 equivalent or more per

contract shall be procured through ICB. Contracts estimated to cost below US$5,000,000 but greater than

US$200,000 equivalents may be procured through NCB. Relevant NCB works contracts, which are deemed

complex and/or have significant risk levels, will be prior-reviewed. Such contracts will be identified in the

procurement plans. Contracts estimated to cost less than US$200,000 equivalent per contract may be procured

using shopping procedures in accordance with Para. 3.5 of the World Bank Procurement Guidelines and based

on a model request for quotations satisfactory to the World Bank. At the minimum, this could be achieved by

soliciting quotations through written invitations from not less than three qualified contractors. Direct

contracting may be used in exceptional circumstances with the prior approval of the World Bank, in accordance

with paragraphs. 3.6 and 3.7 of the Procurement Guidelines

77. Procurement of goods. Contracts for goods estimated to cost US$500,000 equivalent or more per

contract shall be procured through ICB. To the extent possible and practicable, goods orders shall be grouped

into larger contracts wherever possible to achieve greater economy, at the procuring entity level. Contracts

estimated to cost less than US$500,000 but equal to or above US$100,000 equivalent per contract may be

procured through NCB. Contracts for goods and commodities estimated to cost less than US$100,000

equivalent per contract and contracts for the purchase of vehicles and fuel estimated to cost less than

US$300,000 equivalent per contract may be procured using shopping procedures in accordance with paragraph

3.5 of the Procurement Guidelines and based on a model request for quotations satisfactory to the World Bank.

Direct contracting may be used in exceptional circumstances with the prior approval of the World Bank, in

accordance with paragraphs 3.6 and 3.7 of the Procurement Guidelines.

78. Selection of consultants. Each contract estimated to cost US$500,000 equivalent or more will be

awarded following the procedure of Quality- and Cost-Based Selection (QCBS). Consulting services estimated to

cost less than US$300,000 per contract under the project will be procured following the procedures of

Selection Based on the Consultants’ Qualifications (CQS). Selection under a Fixed Budget (FBS) and Least-Cost

Selection (LCS) methods will be applied in the circumstances as respectively described under paragraphs 3.5

and 3.6 of the Consultant Guidelines. For all contracts to be awarded following QCBS, LCS, and FBS, the World

Bank’s Standard Request for Proposals will be used. Procedures of Selection of Individual Consultants will be

followed for assignments that meet the requirements of paragraphs 5.1 and 5.3 of the Consultant Guidelines.

LCS procedures will be used for assignments for selecting the auditors. Single-Source Selection (SSS) procedures

will be followed for assignments that meet the requirements of paragraphs 3.10–3.12 of the Consultant

Guidelines and will always require the World Bank’s prior review regardless of the amount.

79. Consultancy assignments estimated to cost the equivalent of US$100,000 or more and engineering

design and contract supervisions estimated to cost the equivalent of US$300,000 or more will be advertised for

EOIs in UNDB and the World Bank’s external website through Client Connection and in at least one newspaper

of wide national circulation. In addition, EOIs for specialized assignments may be advertised in an international

newspaper or magazine. In the case of assignments estimated to cost less than US$100,000 for consultancy

assignments and US$300,000 for engineering design and contract supervisions, the assignment will be


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advertised nationally. The short list of firms for assignments estimated to cost less than US$100,000 for

consultancy assignments and US$200,000 for engineering design and contract supervisions may be made up

entirely of national consultants. However, foreign consultants who wish to participate should not be excluded

from consideration

80. Operational costs. These costs financed by the project are incremental expenses arising under the

project and based on PTAs and budgets approved by the Association. Such costs may include office rent and

maintenance; utilities (including electricity, water, and gas); communications (including telephone and Internet

charges); equipment rent, operation, and maintenance; office materials and supplies (stationery and other

consumables but not the purchase of equipment); lease of vehicles, operation, maintenance, and repair; and

travel and transport cost of the staff associated with project implementation. These items will be procured by

using the procedures detailed in the manual of procedures, which was reviewed and found acceptable to the

World Bank.

81. Capacity building, training programs, workshops, seminars, conferences, etc. A number of target

trainings and workshops are anticipated under the project to build capacity of implementing agencies to ensure

efficient implementation, provide required knowledge, and ensure sustainability. All training and workshop

activities will be carried out based on approved annual programs that will identify the general framework of

training activities for the year and approved TOR, including (a) the type of training or workshop; (b) the

personnel to be trained; (c) the selection methods of institutions or individuals conducting such training; (d) the

institutions that will conduct the training; (e) the justification for the training and how it will lead to effective

performance and implementation of the project and or sector; (f) the duration of the proposed training; and (g)

the cost estimate of the training. A report by the trainee upon completion of training will be required.

82. Procurement Prior Review Thresholds. The Procurement Plan (PP) shall set forth those contracts that

shall be subject to the World Bank’s prior review. All other contracts shall be subject to post review by the

World Bank. However, relevant contracts below prior review thresholds listed in table 9, which are deemed

complex and/or have significant risk levels, will be prior reviewed. Such contracts will also be identified in the

PP. A summary of prior review and procurement method thresholds for the project is given in table 9. All TORs

for consultants’ services, regardless of contract value, shall also be subject to the World Bank’s prior review.


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Table 9: Thresholds, Procurement Methods, and Prior Review

No Expenditure

Category

Contract (C) Value Threshold* [eq.

US$] Procurement Method

Contracts Subject to Prior Review /[eq. US$]

1 Works

C ≥ 5,000,000

ICB ≥ 10,000,000

200,000 < C < 5,000,000

NCB

None

C ≤ 200,000 Shopping None

No Threshold Direct contracting All

- Community participation -

2 Goods, IT and non-consulting services

C ≥ 500,000

ICB ≥ 2,000,000

100,000 < C < 500,000

NCB

None

C ≤ 100,000 Shopping None

No Threshold Direct contracting All

3

National shortlist for selection of consultant firms

C < 100,000

QCBS; LCS; CQS; Other for Consulting Services

None

C ≤ 200,000

QCBS; LCS; CQS; Other for Engineering and Construction Supervision

None

4

International shortlist for selection of consultant firms

C ≥ 100,000

QCBS; LCS; CQS; Other for Consulting Services

≥ 1,000,000

C > 200,000

QCBS; LCS; CQS; Other for Engineering and Construction Supervision

≥ 1,000,000

5 Selection of Individual consultants

All Values IC ≥ 300,000

6 Direct contracting

All Values As agreed in the Procurement Plan

7 Training, Workshops, Study Tours All Values

Based on approved Annual Work Plan & Budgets (AWPB)

Note: QCBS = Quality-Cost Based Selection; CQS = Selection Based on the Consultants’ Qualification (for contracts below US$200,000); SSS = Single-Source Selection; IC = Selection of Individual Consultants.


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83. Shopping and CQS Thresholds. The threshold for shopping is defined under para. 3.5 of the Guidelines

and should normally not exceed US$100,000 for off-the-shelf goods and commodities; and US$200,000 for

simple civil works. Based on country-specific needs and circumstances, shopping thresholds for the purchase of

vehicles and fuel may be increased up to US$500,000. The threshold for the use of CQS shall not exceed

US$300,000 other than in exceptional situations in accordance with para. 3.7 of the Guidelines: Selection and

Employment of Consultants.

84. Revision. The prior review thresholds and other measures to be taken to mitigate procurement risk

should be reevaluated once a year with a view to adjusting them to reflect changes in the procurement risk

that may have taken place in the meantime and to adapt them to specific situations. In case of failure to

comply with the agreed mitigation measures or World Bank guidelines, a reevaluation measure of both types of

thresholds, ICB and prior review, may be required by IDA.

85. In addition to prior reviews to be carried out from IDA offices, the capacity assessment recommended

two field supervision missions and at least one procurement post review per year. The procurement specialist

in Lomé Country Office will provide continuous support to implementing agencies. Independent procurement

reviews will be carried out if necessary.

86. Procurement Plan. A PP for the first 18 months of project implementation has been prepared and

approved. During implementation, the PP will be updated in agreement with the project team as required, at

least annually, to reflect actual project implementation needs and improvements in institutional capacity. It will

be available in the project’s database and a summary will be disclosed on the World Bank’s external website

once the project is approved by World Bank’s Board of Directors.

Table 10: Procurement plan with methods and time schedule

(a) Goods

1 2 3 4 5 6 7 8

Ref. No.

Contract (Description)

Estimated Amount

(US$ 000)

Procurement Method

Prequalifi-cation

(yes/no)

Domestic Preference

(yes/no)

Prior Review (yes/no)

Comments

1 Office furniture NCB no no no

2 Insurance for project staff

NCB no no no

3 Upkeep of airconditioning equipment

shopping no no no

4 Vehicle insurance

shopping no no no

5 Printing of communcation materials

NCB no no no

6 Signage for project building

NCB no no no

7 IT consumables shopping no no no


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8 Security services

shopping no no no

9 IT support shopping no no no

10 Installation of networking equipment

shopping no no no

11 Equipment for community service sub-projects

Community participation

no no no

(b) Works

1 2 3 4 5 6 7 8

Ref. No. Contract

(Description)

Estimated Amount

(US$ 000)

Procurement Method

Prequalifi-cation

(yes/no)

Domestic Preference

(yes/no)


Comments

1 NA

(c) Consultancy Assignments with Selection Methods and Time Schedule

1 2 3 4 5 6 7

Ref. No. Description of Assignment

Estimated Cost

Selection Method


Expected Proposal

Submission Date

Comments

1 Provision of youth training (FAIEJ)

SS yes NA

2 Payment agency CQS yes 8/15/2017

3 Communications

agency CQS no 8/15/2017

4 Development of

MIS CQS no 9/15/2017

5 Contracts with

community radios SS yes 9/15/2017

6

Development of community service sub-project guide

IC no NA

7 Project staff in

ANADEB IC yes 9/15/2017


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E. Social (including Safeguards)

87. Some sub-project activities under Component 1 are expected to include community level farm

production and road rehabilitation. These activities may involve land acquisition which may have an impact on

the livelihoods/assets of those previously using the land. The location and type of sub-project will be selected

by the local communities at the start of implementation phase. Since the exact locations and activities are not

known, the project will build upon the existing Resettlement Policy Framework (RPF) prepared for PDCplus,

which included similar activities. The RPF was updated, consulted upon and disclosed in-country and by the

World Bank. The RPF includes templates for sub-project screening to identify any adverse social impacts and it

will guide the preparation of subsequent Resettlement Action Plans (RAPs) as and when necessary.

F. Environment (including Safeguards)

88. The project may have small scale and site-specific environmental impacts under Component 1 and is

consequently rated as a Category B project. Community service subprojects are expected to involve creation or

improvement of priority community infrastructure including feeder road rehabilitation and maintenance,

community agricultural projects; and environmental management. These interventions have the possibility to

trigger small scale and site specific environmental impacts that are manageable. The activities will follow the

model established under component 2 of the ongoing Community Development and Safety Nets Project

(PDCplus). An ESMF, adapted from that of the PDCplus, has been revised, updated, and disclosed in-country

and by the World Bank, and will provide guidance on the screening process for implementing sub-projects. In

regard to agricultural community service activities, the project will not finance acquisition transport,

distribution, storage or use of pesticides or similar chemicals that could threaten environmental and human

health. The ESMF has a dedicated section on pest management. OP/BP 4.11 on Physical Cultural Resources is

triggered because of the digging that will occur during the civil works. The ESMF states that if cultural resources

are found during civil work a ‘'chance find procedure'' will apply in accordance with national regulation and

OP/BP 4.11.

G. Other Safeguard Policies

89. No other safeguard policies are triggered for the project.

H. World Bank Grievance Redress

Communities and individuals who believe that they are adversely affected by a World Bank (WB) supported project may submit complaints to existing project-level grievance redress mechanisms or the WB’s Grievance Redress Service (GRS). The GRS ensures that complaints received are promptly reviewed in order to address project-related concerns. Project affected communities and individuals may submit their complaint to the WB’s independent Inspection Panel which determines whether harm occurred, or could occur, as a result of WB non-compliance with its policies and


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procedures. Complaints may be submitted at any time after concerns have been brought directly to the World Bank's attention, and Bank Management has been given an opportunity to respond. For information on how to submit complaints to the World Bank’s corporate Grievance Redress Service (GRS), please visit http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service. For information on how to submit complaints to the World Bank Inspection Panel, please visit www.inspectionpanel.org.

http://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service

http://www.inspectionpanel.org/


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VII. RESULTS FRAMEWORK AND MONITORING

Results Framework

COUNTRY : Togo Employment Opportunities for Vulnerable Youth Project

Project Development Objectives


Project Development Objective Indicators

Indicator Name Core Unit of Measure

Baseline End Target Frequency Data Source/Methodology Responsibility for Data Collection

Name: Direct project beneficiaries

✔ Number 0.00 14000.00

Female beneficiaries ✔ Percentage 0.00 50.00

Description: Direct beneficiaries are people or groups who directly derive benefits from an intervention (i.e., children who benefit from an immunization program; families that have a new piped water connection). Please note that this indicator requires supplemental information. Supplemental Value: Female beneficiaries (percentage). Based on the assessment and definition of direct project beneficiaries, specify what proportion of the direct project beneficiaries are female. This indicator is calculated as a percentage.

Name: Number of person-days of participation in community service subprojects

Number 0.00 1120000.00

Description:


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Name: Targeted youth initiating or expanding household enterprises with support from the project

Number 0.00 10000.00

Description:

Name: Beneficiaries of components 1 and 2 under the national poverty line, living with a disability, or not having finished primary school

Percentage 0.00 90.00

Description:

Name: Beneficiaries that feel project investments reflected their needs (percentage)

✔ Percentage 0.00 80.00

Beneficiaries that feel project inv. reflected their needs - female (number)

✔ Number 0.00 80.00

Description: This will measure the extent to which decisions about the project reflected community preferences in a consistent manner.

Intermediate Results Indicators


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Name: Community service sub-projects with satisfactory technical quality


Description:

Name: Proportion of total cost of community service sub-projects allocated to wages


Description:

Name: Beneficiaries of Labor Market programs (number)

✔ Number 0.00 14000.00

Beneficiaries of Labor Market programs - Supporting entrepreneurship (number)

✔ Number 0.00 10000.00

Beneficiaries of Labor Market programs - Female (number)

✔ Number 0.00 7000.00

Beneficiaries of Labor ✔ Number 0.00 14000.00


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Market programs - Training and re-training (number)

Description: This indicator measures the number of individual beneficiaries covered by passive and active labor market programs (ALMPs) – including entrepreneurship programs - supported by the Bank.

Name: Number of youth preparing simple business plans

Number 0.00 12500.00

Description:

Name: Number of youth receiving start up grants

Number 0.00 10000.00

Description:

Name: Grievance redress mechanism functional

Yes/No N Y

Description:

Name: Beneficiaries who are employed or self-employed 6 motnhs after receiving the start-up grant



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Description:

Name: Youth completing community service activity and micro-entrepreneurship training

Number 0.00 12500.00

Description:

Name: Communities receiving Grassroots Management Training (GMT) to manage community service sub-projects

Number 0.00 140.00

Description:

Name: Payments to beneficiaries under component 1 made within one week of due dates specified in Project Implementation Manual


Description:


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Target Values Project Development Objective Indicators FY

Indicator Name End Target

Direct project beneficiaries 14000.00

Number of person-days of participation in community service subprojects 1120000.00

Targeted youth initiating or expanding household enterprises with support from the project 10000.00

Beneficiaries of components 1 and 2 under the national poverty line, living with a disability, or not having finished primary school

90.00

Beneficiaries that feel project investments reflected their needs (percentage) 80.00

Female beneficiaries 50.00

Beneficiaries that feel project inv. reflected their needs - female (number) 80.00

Intermediate Results Indicators FY

Indicator Name Baseline End Target

Community service sub-projects with satisfactory technical quality 0.00 80.00

Proportion of total cost of community service sub-projects allocated to wages 0.00 60.00

Beneficiaries of Labor Market programs (number) 0.00 14000.00

Number of youth preparing simple business plans 0.00 12500.00


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Indicator Name Baseline End Target

Number of youth receiving start up grants 0.00 10000.00

Grievance redress mechanism functional N Y

Beneficiaries who are employed or self-employed 6 motnhs after receiving the start-up grant 0.00 60.00

Youth completing community service activity and micro-entrepreneurship training 0.00 12500.00

Communities receiving Grassroots Management Training (GMT) to manage community service sub-projects

0.00 140.00

Payments to beneficiaries under component 1 made within one week of due dates specified in Project Implementation Manual

0.00 80.00

Beneficiaries of Labor Market programs - Supporting entrepreneurship (number) 0.00 10000.00

Beneficiaries of Labor Market programs - Female (number) 0.00 7000.00

Beneficiaries of Labor Market programs - Training and re-training (number) 0.00 14000.00

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